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Integrating Oral Health Within Kenyan HIV Research & Policy Structure: Stakeholder Analysis Cover

Integrating Oral Health Within Kenyan HIV Research & Policy Structure: Stakeholder Analysis

Annals of Global Health
Volume 90 (2024): Issue 1
By: Ana Lucia Seminario,  Marina Martinez,  Immaculate Opondo,  Sara Stanley,  Matthew Saxton and  Arthur M. Kemoli  
Open Access
|Feb 2024
Figures & tables

Figures & Tables

Table 1

Demographic Characteristics of Stakeholders.

CHARACTERISTICS OF STAKEHOLDERSNUMBER (%)
Title
- Professor- 5 (22.7%)
- Dentist- 5 (22.7%)
- Researcher- 3 (13.6%)
- Periodontist- 1 (4.5%)
- Associate Professor- 1 (4.5%)
- Research Scientist- 1 (4.5%)
- Pediatrician- 1 (4.5%)
- [title omitted]- 5 (22.7%)
Institution
- University- 12 (54.5%)
- Clinic- 8 (36.4%)
- Health Initiative- 2 (9.1%)
Role
- Researcher- 10 (45.5%)
- Practitioner- 7 (31.8%)
- Administrator- 5 (22.7%)
Sex
- Female- 16 (72.7%)

[i] Note. The demographic characteristics of the stakeholders table shows the professional affiliation and sex of stakeholders. The [title omitted] was used to ensure anonymity.

Figure 1

D71 Diagram – Integrating Oral Health into HIV Research – Stakeholder Themes.

Note. Integrating Oral Health into HIV Research – Stakeholder Themes Diagram shows emergent themes as research, motivation, support, and obstacles resulting from coded data. The solid lines represent sub-themes in reference to a larger theme. The dotted lines represent areas of influence where there is potential for cross-theme impact.

Figure 2

D71 Word Clouds.

Note. (A) The research emergent theme word cloud shows words spoken frequently and related to research in the qualitative interviews we conducted. (B) The motivation emergent theme word cloud shows words spoken frequently and related to motivation in the qualitative interviews we conducted. (C) The obstacle’s emergent theme word cloud shows words spoken frequently and related to obstacles in the qualitative interviews we conducted. (D) The support emergent theme word cloud shows words spoken frequently and related to support in the qualitative interviews we conducted.

Table 2

Traits of Mentors and Mentees.

CHARACTERISTICS/TRAITS OF MENTEESCHARACTERISTICS/TRAITS OF MENTORS

  • Interest in the research area/Inquisitive

  • Ambitious: can see a path for themselves

  • Self-motivated/Eager

  • Trainable/Willing to learn

  • Accepts criticism

  • Committed/Persistent/FocusedGood listener

  • Able to communicate and share ideas

  • One who can work in a team

  • Protects their time

  • Can assist the mentor in areas where they may be deficient (e.g., technology)

  • Passion for the research area

  • Qualified health provider or researcher

  • Can identify potential in others

  • Develops potential in others

  • Building capacity in another example

  • Approachable/Patient/Supportive

  • Able to give their time

  • Is available; regular meetings with mentee

  • Ready to walk with a person they are mentoring

  • Does not take over project

  • Realistic about what is or isn’t possible

  • Has the best interest of mentee at heart

  • Willing to sacrifice

  • Nests you in their ongoing program

[i] Note. The traits of mentors and mentees table shows common phrases and ideas participants shared about what characteristics and traits constitute a good mentor and mentee. The traits listed are independent characteristics between mentors and mentees.

Table 3

Recruitment of Mentors.

BEST PRACTICES FOR RECRUITING OR INCENTIVIZING MENTORS
Recruitment

  • Identify mentors through referral or selection

  • Check professional accomplishments and research output

  • Conduct interviews

  • Have criteria for the task you want them to accomplish

Incentives

  • Calling/feel it in the heart

  • Ability to see their mentee success or progress in career

  • Recognition or appreciation for time and commitment

  • Working with good mentees

  • Tangible incentives: compensation, fellowship, or travel funds

  • Allocating more time for research

  • Opportunity for publication

  • Increasing ability to compete for grants

  • Career advancement

  • Opportunity for training in mentorship or other professional development

  • Projects that related to what they are already doing

Barriers

  • No time/competing priorities for attention

  • No funding

  • Lack of communication

  • Lack of structured systems or facilitation to sustain mentorship

  • Disagreement between mentor and mentee

  • No direct benefit to the mentor

[i] Note. The best practices for recruiting or incentivizing mentors table shows common phrases and ideas participants shared to effectively recruit and retain mentors, along with the barriers to participation mentors face.

DOI: https://doi.org/10.5334/aogh.4150 | Journal eISSN: 2214-9996
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Language: English
Submitted on: Apr 19, 2023
Accepted on: Jan 12, 2024
Published on: Feb 13, 2024
Published by: Ubiquity Press
In partnership with: Paradigm Publishing Services
Publication frequency: 1 issue per year
Keywords:
Stakeholder Analysis,
Oral Health,
HIV,
Kenya

© 2024 Ana Lucia Seminario, Marina Martinez, Immaculate Opondo, Sara Stanley, Matthew Saxton, Arthur M. Kemoli, published by Ubiquity Press
This work is licensed under the Creative Commons Attribution 4.0 License.

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